Description

Book Synopsis

Discover the interplay between strategy and risk in this insightful new resource from two experts in the financial industry who have applied their knowledge to multiple industries

In The Two Headed Coin, accomplished authors James L. Darroch and David Wm. Finnie deliver an insightful exploration of the interplay between strategy and risk that underlies the operational framework of successful organizations. You''ll learn which risks are fundamental to the strategic positioning and goals of your organization and which are not. You''ll also discover the importance of an independent risk function, e,g., the CRO, and its invaluable role as part of the strategic process.

You''ll also find:

  • A thorough discussion of the notion of competitive advantage and how it relates to risk
  • An exploration of consumer perception and reputation as an asset to be managed
  • How to use scenario planning and real options to provide a framework for manag

    Table of Contents

    Preface: Risk is Good and Uncertainty is the Reality! xi

    Acknowledgments xxv

    About the Authors xxix

    Chapter 1 Strategy and Risk: Two Sides of the Same Coin 1

    Strategic Positioning and Risk 6

    Strategy and Risk in a Start-Up 7

    Chapter 2 Executing on the Plan and Discovering New Risks 17

    The Assumption of Goal Congruence and the Importance of Culture 21

    Conclusion 27

    Chapter 3 Which Risks to Keep 31

    Strategic Positioning and Risk Governance 38

    How Does Risk Management Help Close the Gap Between Strategy Formulation and Execution? 40

    Conclusion: Embracing and Managing Risk 42

    Chapter 4 How Do We Achieve Independent Risk Governance and Improve Performance? 47

    What Do We Mean by ERM? 51

    Chapter 5 Who Has the Specific Knowledge to Design the Risk Architecture? Why You Need an Independent Risk Function 61

    The Strategy-Risk-Governance Process 61

    Meeting the Objective and the Categorization of Risks 69

    The Risk Architecture 71

    Creation of a Risk Function 73

    Conclusion 76

    Chapter 6 Enterprise Risk Management and Competitive Advantage 79

    How Does Strategy Affect Randomness? 86

    Chapter 7 What Reputation Do We Want? With Whom? 91

    Managing Reputation Risk 99

    Chapter 8 Uncertainty, Scenario Planning, and Real Options 105

    Real Options 113

    Conclusion 116

    Chapter 9 Risk Culture and Ethics: Can You Have Excellence and Consistency at the Same Time? 121

    The Advisor-Customer Encounter 124

    Control Systems, Discretion, and Ethics 127

    Culture, Ethics, Performance, and Risk Management 135

    Chapter 10 The Top of the Pyramid: The CEO as Integrator of Strategy and Risk and the Board as the Fourth Line of Defense 141

    The CEO: The Operational Integration of Strategy and Risk 145

    The Board: The Governance Integration of Strategy and Risk 145

    The Board Provides More Than Oversight 146

    Epilogue: Decision-Making at the Restaurant: Creating and Executing a Risk-Aware Strategy 151

    Appendix I: Risk Transformation and the Need for an Integrated Risk Approach 157

    Appendix II: Resiliency 161

    Bibliography 167

    Index 183

The Two Headed Coin

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    Order before 4pm tomorrow for delivery by Mon 10 Aug 2026.

    A Hardback by James L. Darroch, David Wm. Finnie

    1 in stock

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      View other formats and editions of The Two Headed Coin by James L. Darroch

      Publisher: John Wiley & Sons Inc
      Publication Date: Publication Date: 13/05/2021
      ISBN13: 9781119794202, 978-1119794202
      ISBN10: 111979420X

      Description

      Book Synopsis

      Discover the interplay between strategy and risk in this insightful new resource from two experts in the financial industry who have applied their knowledge to multiple industries

      In The Two Headed Coin, accomplished authors James L. Darroch and David Wm. Finnie deliver an insightful exploration of the interplay between strategy and risk that underlies the operational framework of successful organizations. You''ll learn which risks are fundamental to the strategic positioning and goals of your organization and which are not. You''ll also discover the importance of an independent risk function, e,g., the CRO, and its invaluable role as part of the strategic process.

      You''ll also find:

      • A thorough discussion of the notion of competitive advantage and how it relates to risk
      • An exploration of consumer perception and reputation as an asset to be managed
      • How to use scenario planning and real options to provide a framework for manag

        Table of Contents

        Preface: Risk is Good and Uncertainty is the Reality! xi

        Acknowledgments xxv

        About the Authors xxix

        Chapter 1 Strategy and Risk: Two Sides of the Same Coin 1

        Strategic Positioning and Risk 6

        Strategy and Risk in a Start-Up 7

        Chapter 2 Executing on the Plan and Discovering New Risks 17

        The Assumption of Goal Congruence and the Importance of Culture 21

        Conclusion 27

        Chapter 3 Which Risks to Keep 31

        Strategic Positioning and Risk Governance 38

        How Does Risk Management Help Close the Gap Between Strategy Formulation and Execution? 40

        Conclusion: Embracing and Managing Risk 42

        Chapter 4 How Do We Achieve Independent Risk Governance and Improve Performance? 47

        What Do We Mean by ERM? 51

        Chapter 5 Who Has the Specific Knowledge to Design the Risk Architecture? Why You Need an Independent Risk Function 61

        The Strategy-Risk-Governance Process 61

        Meeting the Objective and the Categorization of Risks 69

        The Risk Architecture 71

        Creation of a Risk Function 73

        Conclusion 76

        Chapter 6 Enterprise Risk Management and Competitive Advantage 79

        How Does Strategy Affect Randomness? 86

        Chapter 7 What Reputation Do We Want? With Whom? 91

        Managing Reputation Risk 99

        Chapter 8 Uncertainty, Scenario Planning, and Real Options 105

        Real Options 113

        Conclusion 116

        Chapter 9 Risk Culture and Ethics: Can You Have Excellence and Consistency at the Same Time? 121

        The Advisor-Customer Encounter 124

        Control Systems, Discretion, and Ethics 127

        Culture, Ethics, Performance, and Risk Management 135

        Chapter 10 The Top of the Pyramid: The CEO as Integrator of Strategy and Risk and the Board as the Fourth Line of Defense 141

        The CEO: The Operational Integration of Strategy and Risk 145

        The Board: The Governance Integration of Strategy and Risk 145

        The Board Provides More Than Oversight 146

        Epilogue: Decision-Making at the Restaurant: Creating and Executing a Risk-Aware Strategy 151

        Appendix I: Risk Transformation and the Need for an Integrated Risk Approach 157

        Appendix II: Resiliency 161

        Bibliography 167

        Index 183

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